Hey! I'd love to hear your thoughts, send me a voice note.

Go-to-market consulting is priced between 3,000 and 30,000 dollars a month, and most of it is bought before anyone has agreed what is broken. This episode walks the published 2026 price bands and the four rules for buying GTM help without losing a quarter.

In this episode: what go-to-market consulting actually covers (who you sell to, what you say, what you charge, how it reaches them); the real numbers, from 5,000 to 15,000 dollars for a one-off diagnostic up to 15,000 to 30,000 a month for a full stack build, plus the setup fees, tooling and data nobody puts in the headline price; why a retainer starts billing on day one while a diagnosis does not, and how that turns a message problem into an expensive demand problem; and the four rules: buy the diagnosis separately, ask what the firm will refuse to do, ask who owns the assets when it ends, and demand a first deliverable you can act on in thirty days.

Read the full article: https://teardownx.com/glossary/go-to-market-consulting

Want this run on your own GTM? https://teardownx.com/start

Hey! I'd love to hear your thoughts, send me a voice note.

Most founders picture negative marketing as a billboard taking a shot at a rival. That is the version everyone remembers, and it is the weakest one for a company nobody has heard of yet: a smaller brand that names a bigger one pays to advertise the bigger one, then loses the feature comparison that follows. This episode covers the version that works, and it rarely names anyone. The three forms of negative marketing, why inertia loses more deals than any competitor, and a four-question test for picking an enemy your buyer can already name. Read the full teardown: https://www.teardownx.com/glossary/negative-marketing

Hey! I'd love to hear your thoughts, send me a voice note.

Most win loss analysis stops at a list of loss reasons, which is why nothing changes. In one sample of around 3,000 lost deals, the reason the rep typed into the CRM matched the reason the buyer gave roughly 15 percent of the time. The rep is not lazy. The buyer never told them. This episode covers the fix: interview the decision, not the deal. We get into why closed-lost reasons are structurally unreliable, the three questions asked in the order the decision actually happened, why you have to call your wins and not only your losses, why losing to no decision is a different problem from losing to a rival, and how to turn findings into changes: words, sales process, pricing, product, cheapest first. Read the full post: https://teardownx.com/blog/win-loss-analysis TeardownX runs GTM teardowns for founder-led B2B companies. Positioning, ICP, pricing, funnel.

Hey! I'd love to hear your thoughts, send me a voice note.

Founder-led sales works beautifully until it does not. The break is not the calendar. It is that the reasons customers buy live in one head and were never written down.

Up to about thirty customers the founder is the compression algorithm. Every objection answered from memory, every proof point picked on instinct, every pricing exception justified by a gut read. Then the calendar fills, and close rates slip for reasons nobody can name.

In this teardown:

The thirty-customer wall, and why it is a compression problem rather than a headcount problem.

Why a new rep inherits artefacts, a deck, a pricing page and a handful of Slack messages, but never the story.

The three things to write down before you write the job description: why the last ten customers actually bought, the one claim your competitors structurally cannot make, and what you refuse to sell to.

Read the full teardown: https://teardownx.com/blog/why-founder-led-sales-stalls-at-30-customers

Want this run on your own go-to-market: https://teardownx.com/contact

Hey! I'd love to hear your thoughts, send me a voice note.

Every marketing plan starts the same way: a list of channels on slide four. Nobody has said out loud what is actually stopping the company from growing. The DATE framework makes that conversation happen first.

DATE comes from Krithika Shankarraman — eight years building Stripe's marketing function, OpenAI's first marketing hire, later head of marketing at Retool, now EIR at Thrive Capital. It is four steps, run in order:

D — Diagnose. Name the single biggest constraint on growth: awareness, understanding, conviction, conversion or retention. Not "we need more leads" — a stage with a number attached. A real diagnosis makes at least one currently funded activity look obviously wrong.

A — Analyze. Not "what are competitors doing?" but "what has this category stopped questioning?" Map the four or five companies your buyers compare you against and write down what they never talk about. That column is the useful one.

T — Take a different path. Different does not mean unusual; it means aligned to your constraint. Two checks: is it different where the buyer is actually looking, and could your closest competitor run it next quarter? If yes, it is a tactic, not a path.

E — Experiment. One metric tied to the constraint, a four-to-six week window, and a kill number written down before launch. Then actually kill the losers — this is the step that quietly breaks the framework in most companies.

The order is the mechanism. Run A before D and you get a competitor audit that tells you to copy them. Run E before D and you get a quarter of tests never connected to a problem. And a diagnosis has a shelf life of roughly two quarters — fix understanding and conviction becomes the bottleneck.

Read the full teardown: https://www.teardownx.com/blog/date-framework

Want the diagnose step run on your GTM? We tear down positioning, ICP, pricing and funnel in five days: https://www.teardownx.com